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Biography

He is currently E.T. Grether Professor Emeritus of Marketing Strategy at the Haas School of Business ][3] and consults exclusively for Prophet clients. He is currently the Vice Chairman of Prophet, a global brand and marketing consultancy firm, and an advisor to Dentsu, a major Japanese advertising agency.[4][5][6]

He has been awarded three career awards for contributions to the science of marketing: The Paul D. Converse Award; The Vijay Mahajan Award; and The Buck Weaver Award.[] Aaker was inducted into the New York American Marketing Association's Hall of Fame in 2015.[7]

Stories are orders of magnitude which are more effective than facts at achieving attention, persuading, being remembered, and inspiring involvement. Signature storiesâintriguing, authentic, and involving narrativesâapply the power of stories to communicate a strategic message. Marketing professionals, coping with the digital revolution and the need to have their strategic message heard internally and externally, are realizing that a digital strategy revolves around content and that content is stories.

Creating Signature Stories shows organizations how to introduce storytelling into their strategic messaging, and guides organizations to find, or even create, signature stories and leverage them over time. With case studies built into every chapter, organizations will realize the power of storytelling to energize readers, gain visibility, persuade audiences, and inspire action.

"Aaker on Branding" presents in a compact form the twenty essential principles of branding that will lead to the creation of strong brands. Culled from the six David Aaker brand books and related publications, these principles provide the broad understanding of brands, brand strategy, brand portfolios, and brand building that all business, marketing, and brand strategists should know.

"Aaker on Branding" is a source for how you create and maintain strong brands and synergetic brand portfolios. It provides a checklist of strategies, perspectives, tools, and concepts that represents not only what you should know but also what action options should be on the table. When followed, these principles will lead to strong, enduring brands that both support business strategies going forward and create coherent and effective brand families.

Those now interested in and involved with branding are faced with information overload, not only from the Aaker books but from others as well. It is hard to know what to read and which elements to adapt. There are a lot of good ideas out there but also some that are inferior, need updating, or are subject to being misinterpreted and misapplied. And there are some ideas that, while plausible, are simply wrong if not dangerous especially if taken literally.

"Aaker on Branding"offers a sense of topic priorities and a roadmap to David Aaker's books, thinking, and contributions. As it structures the larger literature of the brand field, it also advances the theory of branding and the practice of brand management and, by extension, the practice of business management.

In a fascinating and insightful examination of the phenomenon of brand equity, Aaker provides a clear and well-defined structure of the relationship between a brand and its symbol and slogan, as well as each of the five underlying assets, which will clarify for managers exactly how brand equity does contribute value.

The most important assets of any business are intangible: its company name, brands, symbols, and slogans, and their underlying associations, perceived quality, name awareness, customer base, and proprietary resources such as patents, trademarks, and channel relationships. These assets, which comprise brand equity, are a primary source of competitive advantage and future earnings, contends David Aaker, a national authority on branding. Yet, research shows that managers cannot identify with confidence their brand associations, levels of consumer awareness, or degree of customer loyalty. Moreover in the last decade, managers desperate for short-term financial results have often unwittingly damaged their brands through price promotions and unwise brand extensions, causing irreversible deterioration of the value of the brand name. Although several companies, such as Canada Dry and Colgate-Palmolive, have recently created an equity management position to be guardian of the value of brand names, far too few managers, Aaker concludes, really understand the concept of brand equity and how it must be implemented.

The author opens each chapter with a historical analysis of either the success or failure of a particular company's attempt at building brand equity: the fascinating Ivory soap story; the transformation of Datsun to Nissan; the decline of Schlitz beer; the making of the Ford Taurus; and others. Finally, citing examples from many other companies, Aaker shows how to avoid the temptation to place short-term performance before the health of the brand and, instead, to manage brands strategically by creating, developing, and exploiting each of the five assets in turn

In this compelling work, Aaker uses real brand-building cases from Saturn, General Electric, Kodak, Healthy Choice, McDonald's, and others to demonstrate how strong brands have been created and managed.

As industries turn increasingly hostile, it is clear that strong brand-building skills are needed to survive and prosper. In David Aaker's pathbreaking book, Managing Brand Equity, managers discovered the value of a brand as a strategic asset and a company's primary source of competitive advantage. Now, in this compelling new work, Aaker uses real brand-building cases from Saturn, General Electric, Kodak, Healthy Choice, McDonald's, and others to demonstrate how strong brands have been created and managed.

A common pitfall of brand strategists is to focus on brand attributes. Aaker shows how to break out of the box by considering emotional and self-expressive benefits and by introducing the brand-as-person, brand-as-organization, and brand-as-symbol perspectives. The twin concepts of brand identity (the brand image that brand strategists aspire to create or maintain) and brand position (that part of the brand identity that is to be actively communicated) play a key role in managing the "out-of-the-box" brand.

A second pitfall is to ignore the fact that individual brands are part of a larger system consisting of many intertwined and overlapping brands and subbrands. Aaker shows how to manage the "brand system" to achieve clarity and synergy, to adapt to a changing environment, and to leverage brand assets into new markets and products.

Aaker also addresses practical management issues, introducing a set of brand equity measures, termed the brand equity ten, to help those who measure and track brand equity across products and markets. He presents and analyzes brand-nurturing organizational forms that are responsive to the challenges of coordinated brands across markets, products, roles, and contexts. Potentially destructive organizational pressures to change a brand's identity and position are also discussed.

As executives in a wide range of industries seek to prevent their products and services from becoming commodities, they are recommitting themselves to brands as a foundation of business strategy. This new work will be essential reading for the battle-ready.

Branding guru Aaker shows how to eliminate the competition and become the lead brand in your market

This ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains how brand relevance drives market dynamics, which generates opportunities for your brand and threats for the competition. Aaker reveals how these companies have made other brands in their categories irrelevant. Key points: When managing a new category of product, treat it as if it were a brand; By failing to produce what customers want or losing momentum and visibility, your brand becomes irrelevant; and create barriers to competitors by supporting innovation at every level of the organization.

Using dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant

Shows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors

Describes the threat of becoming irrelevant by failing to make what customer are buying or losing energy

David Aaker, the author of four brand books, has been called the father of branding

This book offers insight for creating and/or owning a new business arena. Instead of being the best, the goal is to be the only brand around-making competitors irrelevant.

Developing and implementing strategiesÂ today isÂ very different than only a few decades ago; nearly all firms today operate in dynamic markets.Â Completely revised and updated, Aaker's best-selling book, Strategic Market Management, helps managers identify, implement, prioritize, and adapt market-driven business strategies that will enjoy sustainable advantage in dynamicÂ markets that are increasingly complex and cluttered.Â The intent is to provide decision makers with concepts, methods, and procedures by which they can improve the quality of their strategic decision making and developing growth strategies.

Marketing professionals need to be able to adapt new strategies in order to keep their companies relevant. Aaker walks them through the strategic challenges created by the dynamic nature of todayâs markets. Strategic Market Management, 10th Edition emphasizes a customer perspective and the fact that every strategy should have a value proposition that is meaningful to the customers. Sections are included on energizing the business and how to overcome the barriers that powerful organization silos create to inhibit cooperation and communication. Specific case studies delve into real world and engaging issues.

"Unquestionably the most comprehensive treatment available on the subject. I found this book unique in its capacity to benefit executives, planning staff, and students of strategy alike."âRobert L. Joss, Dean of the Graduate School of Business, Stanford University

A successful business strategy enables managers to provide organizational vision, monitor and understand a dynamic business environment, generate creative strategic options in response to environmental changes, and base every business effort on sustainable competitive advantages. Developing Business Strategies provides the knowledge and understanding needed to generate and implement such a strategy.

This fully revised and updated edition of David Aaker's highly influential strategic manual offers copious new information on important emerging business topics. Numerous new and revised sections cover such critical areas as the big idea, knowledge management, the customer as an active partner, creative thinking, distinguishing fads from trends, forecasting technologies, alliances, design as strategy, downstream business models, and more. Other important new features of this comprehensive guide include:

A new chapter on strategic positioning

Many new illustrative examples from B-to-B, high-tech, and the Internet

Increased focus on global leadership and global brand management

Using the Internet to develop and support business strategies

For managers who need to develop and implement effective, responsive business strategies that keep the organization competitive through changing business conditions, Developing Business Strategies, Sixth Edition is the way to go.

This book offers the best approach toward communicating the intricacies of marketing research and its usefulness to the marketing organization. This highly regarded text focuses on market intelligence, strategy, theory, and application and retains its coverage of the most advanced and current marketing research methodologies. Pointing out these methodologies' limitations and strengths, the book also brings to the forefront the relevance of marketing intelligence, the power of the Internet in marketing research applications, and much more. Suitable for students in the intermediate or advanced courses.